In the 1990s, many management teams went through the painful process of ?rightsizing' their businesses, that euphemism for redundancies and cut-backs. During the 2010s, legal management teams have focused on ?rightsourcing', my term for having the right activity done in the right way by the right people. Gone are the days when a general counsel's side of the equation to match supply with demand boiled down to a binary mix of in-house team and external law firm. Today's general counsel (or his or her department's COO) has a wide range of options on the supply side, manifested by the hybrid sourcing models adopted by so many of us. Agility and value for money are key drivers of a hybrid model. Beyond the tried-and-tested provision of commodity legal support from LPOs and interim support from law firm secondees, we are adding lawyers-on-demand and artificial intelligence to the mix, not to mention project managers and consultants. So the question I have been asking myself recently is, what is the right constellation of providers and solutions to meet the ever-changing demands of the business, and are we rightsourced to give high value advice and decision support in the shifting contexts of law and regulation, policy and ethics?